Your suggestion is of no practical use.

So in the last lecture, you remember the business model canvas, all the 9 components of a startup.

But today, we're going to talk about the first box, value proposition.

I was essentially a ghost in the system.

A more human economy with another face and also with another name, with another proposal, with other values.

And then, as they went down, they kind of understood.

I'll give you some examples.

His suggestion is worth considering.

By now, you're intimately familiar with the business model canvass.

Let's take a look at some value proposition examples.

They need to understand the external environment and they need to come in.

His proposal counted for nothing.

Because the alternative to pricing on cost is pricing on value.

I can't emphasize enough that the business model canvas is just a start.

Who are your key partners and suppliers?

So those were kind of missing, but again starting with pains and gains was pretty good for their value proposition.

It shouldn't take away from other things.

They said, you want to know who we are, you have to come experience us.

His suggestion is worth considering.

The value proposition for a company that's selling services is kind of the same.

I think his suggestion is worth considering.

So again you could start either with customer segments or you could start with a product and value prop itself, it really doesn t matter.

Square team did wonderfully, they actually started with the archetype.

Now we finally come to the last part of the business model canvas.

That's a constructive suggestion!

So it's a slow process, but there is no other way.

Where, on one dimension it's a matter of being true to yourself.

The more productive the economy, the greater the circle.

You're all familiar with the business model canvas.

It actually means the opposite.

The first one is your product, and as we said earlier,

And their features match the pain and the gain.

Well the economy, you know, so....

A brave offer, but not enough.

And that's what these are.

With the Put Out system?

What has to happen in all those other pieces of the business model?

So archetypes really helped us understand our customers, they value prop, the revenue and some of our pricing tactics.

So, don't worry if your assumptions were wrong here on your revenue model.

Notice they were beginning with a series of hypotheses about their customer archetype.

More than likely we'll make money from royalties and commercial licensing, etc.

They connect people rather than dividing them.

His proposal is worthy to be considered.

Tom's proposal is worth considering.

So that's all it is.